SHRM-CP flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Yield ratio

The percentage of candidates advancing from one stage of the hiring process to the next, calculated as the number advancing divided by the number applying, used to compare recruiting sources.

Time-to-fill

The number of calendar days from approval of a job requisition to acceptance of an offer by the chosen candidate; a core recruiting efficiency metric compared against benchmarks.

70-20-10 model

A development framework holding that about 70 percent of learning comes from challenging job experience, 20 percent from relationships and coaching, and 10 percent from formal coursework.

Kirkpatrick's four levels

A training evaluation model that measures four successive outcomes: participant reaction, learning of knowledge or skills, behavior change on the job, and organizational results.

Four-fifths rule

An enforcement guideline holding that a selection rate for a protected group below 80 percent of the rate for the highest-scoring group is evidence of adverse impact requiring justification.

Total rewards

The combined value proposition offered to employees, typically comprising compensation, benefits, work-life effectiveness, performance and recognition, and development and career opportunities.

Voluntary turnover rate

The number of employees who leave by choice in a period divided by average headcount for that period, multiplied by 100; a signal of engagement and retention problems.

Structured interview

An interview using a fixed set of job-related questions and a common scoring scale for every candidate, which raises reliability and predictive validity while reducing interviewer bias.

Span of control

The number of direct reports assigned to one manager; wider spans produce flatter hierarchies and require greater employee autonomy, while narrow spans add management layers and cost.

Ulrich HR model

A framework that divides HR work among HR business partners, centers of expertise, shared service centers, and corporate HR, each delivering a different type of value.

Lewin's change model

A three-stage approach to change: unfreezing existing attitudes and practices, implementing the new way of working, then refreezing to embed it and prevent reversion.

Force field analysis

A diagnostic tool that lists the driving forces pushing toward a change and the restraining forces resisting it, so change agents can strengthen drivers or remove barriers.

Kotter's eight steps

A sequential change method that starts with urgency and a guiding coalition, moves through vision, communication, and short-term wins, and ends by anchoring changes in the culture.

Succession planning

A systematic process for identifying and developing internal employees who can fill key leadership or critical roles when vacancies occur, reducing disruption and replacement costs.

Workforce gap analysis

Comparing projected demand for labor, in headcount and skills, with projected internal and external supply to identify surpluses or shortages that staffing and development plans must address.

Progressive discipline

A stepwise response to misconduct or poor performance, usually verbal warning, written warning, final warning or improvement plan, then termination, giving the employee notice and a chance to correct.

Title VII

The 1964 Civil Rights Act provision prohibiting employment discrimination based on race, color, religion, sex, or national origin; it applies to employers with 15 or more employees.

FMLA eligibility

Family and Medical Leave Act coverage requires an employer with 50 or more employees within 75 miles and an employee with 12 months of service and 1,250 hours worked, granting up to 12 weeks of unpaid job-protected leave.

Reasonable accommodation

Under the Americans with Disabilities Act, an employer with 15 or more employees must make adjustments that let a qualified individual with a disability perform essential job functions, unless doing so causes undue hardship.

FLSA exempt status

Employees are exempt from overtime only when paid on a salary basis at or above the regulatory threshold and their duties meet the executive, administrative, professional, computer, or outside sales tests.

COBRA continuation coverage

A law requiring group health plans of employers with 20 or more employees to let qualified beneficiaries continue coverage, generally for up to 18 months after a qualifying event such as termination.

WARN Act

Requires employers with 100 or more employees to give 60 days' advance written notice of a plant closing or mass layoff affecting 50 or more employees at a single site.

Weingarten rights

The right of a unionized employee to have a union representative present during an investigatory interview that the employee reasonably believes could result in disciplinary action.

Risk assessment matrix

A tool that rates each identified risk by likelihood and severity of impact, producing a priority score that determines whether to treat, transfer, tolerate, or terminate the risk.

Balanced scorecard

A performance framework measuring four perspectives, financial, customer, internal business process, and learning and growth, that links operational measures to long-term strategic objectives.

Porter's five forces

An industry analysis of rivalry among existing firms, threat of new entrants, threat of substitutes, supplier bargaining power, and buyer bargaining power, used to judge market attractiveness.

SWOT analysis

A planning tool that catalogs internal strengths and weaknesses and external opportunities and threats, providing the basis for matching capabilities to the environment when setting strategy.

Vertical alignment

The fit between HR practices and the organization's competitive strategy, so that staffing, rewards, and development all reinforce the chosen approach, such as innovation or cost control.

Horizontal alignment

Consistency among HR practices themselves, for example ensuring that selection criteria, training content, and reward systems all encourage the same behaviors and competencies.

Cost leadership strategy

A competitive approach built on being the lowest-cost producer, which typically calls for efficient staffing, high productivity expectations, and pay linked to output or cost containment.

Differentiation strategy

Competing by offering unique products or services that customers value; HR practices emphasize specialized skills, innovation, quality, and rewards that recognize creativity and long-term contribution.

HR analytics

The use of workforce data and statistical methods to connect people practices to business outcomes and to support evidence-based decisions about talent, cost, and risk.